Abstract

In order to increase port efficiency and productivity, some countries have privatised their ports. But much analysis of port privatisation has been universalistic in nature and neglected issues of path dependence and culture. While not denying the importance of global forces, it is suggested that national institutions and values have shaped the form and pattern of privatisation. In order to undertake a more contextualised assessment, we undertake a case study of the privatisation of Port Klang, Malaysia's leading port. Privatisation Malaysian style not only illustrates the way in which culture and institutions shape policy but also confirms the view that it is sound management and a competitive environment rather than ownership that is the key to port efficiency.